Business Model Schools of thought


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Business Model Schools of thought

  1. 1. © Starcher Group LLCBusiness ModelsSchools of thought
  2. 2. © Starcher Group LLCThe evolution of business model thinking1990 2000 2005 2010 20151995Adrian Slywotzky / Mercer / Olyver WymanBusiness Design, Profit Models, Value MigrationRotmanDesignWorksOsterwalderBusiness Model CanvasJoan Magretta:Why BusinessModels MatterDeloitte:Deconstructingthe Formulafor BusinessModelInnovationMIT: Do SomeBusiness ModelsPerform Betterthan Others?Gerry Lameiro: AGuidebook forDesigning BusinessModelsHBR:How tomap yourindustryprofitpoolsKPMG:RethinkingthebusinessmodelChristensen: Skate towhere the money will beChesbrough: The role of thebusiness models in capturingthe value of innovationAfuah: BusinessModels: A StrategicManagement ApproachChesbrough: OpenBusiness ModelsSchools ofthoughtMajorContributions
  3. 3. © Starcher Group LLCAdrian Slywotzky1995 - 2013To expand yourstrategic options,think businessissues first,technologysecondReengineeringis dead.Focus on thecustomerValue flows to thebusiness designbest matched tocustomer prioritiesReinvention andprofit-centricthinking are thekeys to sustainedvalue growthPattern thinkinghelps executivessee tomorrow’sprofit zones beforethe competitionWinning businessdesigns in the nexteconomy will bedynamicallyassembled aroundcustomer prioritiesExplore the manyways that profithappens1995 1996 1998 1999 2000 2000 2002 2004Where doesdemandcome from20112007Growthbreakthroughthrough riskmanagementFind additionalprofit by miningthe margins ofexisting revenuecategories
  4. 4. © Starcher Group LLCRotman School of Design2006 - 2013GEAR 1: EMPATHY & DEEP HUMAN UNDERSTANDING
- WHAT’S THE OPPORTUNITY?Business Design starts with a deep and meaningful understanding the people who matter and what matters to them.Stakeholder mapping and ethnographic techniques for need-finding process leads to a valuable reframe of theopportunity to better serve unmet needs.GEAR 2: CONCEPT VISUALIZATION
- WHAT’S THE BREAKTHROUGH SOLUTION?Generating breakthrough ideas calls for open exploration of new possibilities, including those that are outside yourcurrent set of considerations. Visualizing a richer and more distinct customer experience through iterative prototypingmethods and co-creation with users results in a powerful and concrete refresh of your vision.GEAR 3: STRATEGIC BUSINESS DESIGN
- WHAT’S THE STRATEGY TO DELIVER AND WIN?Gear 3 is an essential extension of the innovation process – defining your strategy to make big ideas valuable andviable to both the market and to the enterprise. Visualization and system-mapping techniques equip you to design awinning strategy for all stakeholders and refocus your enterprise resources to set you on a path for long-term, market-inspired value-creation.Business Design is best practiced collaboratively across disciplines – having many sharp minds on the project, workingopenly and iteratively through every gear, and using the most appropriate tools to get the most out of each gear.
  5. 5. © Starcher Group LLCAlex Osterwalder Business Model Canvas2010 - 2013
  6. 6. © Starcher Group LLCBusiness Model Thinking AssessmentConsumersTechnology BusinessSlywotzkyRotmanOsterwalderEach school of thought has its strengths and seeks to cover theintersection of consumers, technology and business
  7. 7. © Starcher Group LLCStarcher Group LLCConsumersTechnology BusinessSlywotzkyRotmanOsterwalderStarcherGroupThe Starcher Group has been delivering on business model designsand advisory services since 2002, leveraging the best thinkingacross contributors and schools of thought, developing differentiatedexpertise where needed. All in support of growing enterprisevalue.
  8. 8. © Starcher Group LLCBruce StarcherStarcher Group LLCOffice: 708 406